A panel session at Governance 2024 highlighted that risk management is not the same as risk avoidance.

Risk is now a mainstream topic of conversation. In the past, risk was associated primarily with fast-moving innovative businesses (and with particular events such as product launches); but the UK’s risk landscape has changed radically in the last decade.

This extract on cyber risk management is taken from The Good Governance Guide to Risk.

The Taskforce on Nature-related Financial Disclosures (TNFD) has published its recommendations, which aim to provide companies and financial institutions with a risk management and disclosure framework for nature-related issues.

How should organisations reinforce their risk governance to meet these challenges? What are the priorities for the 21st Century?

Wherever the pressure for embracing ESG comes from, it is the board that should lead on defining the organisation’s values and aims in tackling ESG issues as part of its legal, ethical and cultural responsibilities. However, with so many other issues competing for the board’s time, it can be difficult to explicitly address ESG in board papers and discussions.

In this comment piece, Harmeen Birk, former AI Strategy Lead at Citi, explores the transformative impact of agentic AI in financial services. With Citi now piloting the technology across 5,000 employees, Birk reflects on how autonomous systems are reshaping operational capacity, governance, and risk frameworks.

Cybersecurity has become a leading board-level risk for UK organisations in 2025. As threats grow in scale and complexity, governance professionals play a critical role in equipping boards with the insight and oversight needed to manage cyber-risk effectively. This article outlines ten key recommendations.

In this blog, we will delve into the biggest risks associated with subsidiary governance and explore strategies for mitigating them.